Cluster Landscapes by Filmby Aarhus

Cluster Landscapes A handbook for establishing the right foundation for your cluster

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Digitisation has brought changes, which have the potential to stimulate economic growth and the creation of new high-skilled jobs in the audiovisual sector. The audiovisual industry in the Baltic Sea Region consists mainly of small and medium sized enterprises (SMEs) with limited capacities for innovation by own resources. First Motion looks at the topic from different angles and combines them into a unified approach thereby fostering innovation. The thematic scope encompasses support and exploration of modern communication technologies and the innovative usage of emerging cross-media possibilities. FIRST MOTION is • An EU project for the Baltic Sea Region • Funding new formats and ideas • Developing a distribution platform • Researching new markets and value-chains • Developing training and education courses up to Master level • Improving clusters and policy guidelines

Filmby Århus (FA) is running a business park for AV businesses (mission to develop the av sector in the West Danish Region), also serving as secretariat for The West Danish film Fund. FA´s interest in First Motion is to gather new knowledge on cross media production and distribution and make this available and operational for a larger circle of entrepreneurs and SMEs in an agency concept, which can serve as a model for other regional growth incentive schemes around Europe. The new knowledge and best practices shall be related to the needs and mechanisms relevant for economical and cultural development in regions. FA is co-managing partner for WP4 and WP5. www.filmbyaarhus.dk

The Alexandra Institute (AI) is an “Approved Technological Service Institute” building bridges between research, business community, public institutions and citizens. AI develops IT based products & services that create social value and contribute to financial growth by means of research-based innovation. In First Motion AI contributes with different competencies such as business understanding that focuses on knowledge about innovation management, commercial modelling and effect measurement, which can root down technological innovation and provide the optimal framework for a successful innovation process. Creative and artistic processes that use and examine the potential that lies in digital art and digital experiences when it comes to qualitative content and business opportunities. www.alexandra.dk

www.firstmotion.eu The handbook has been written for the Baltic Sea Region programme First Motion 2007-2013 and initiated by Filmby Aarhus and The Alexandra Institute, Danish regional First Motion partners, represented by Mette Elmgaard (melm@aarhus.dk) and Kristian Krämer (kristian.kramer@alexandra.dk) Author, layout and art work: Sebastian Holmgaard Christophersen (sebastian@christophersen.dk)

Based on First Motion financed research of Filmby Aarhus: “Lend an empathetic ear to your cluster” (May 2011) Mette Elmgaard, Kristian Krämer, Sebastian H. Christophersen, Louise Lønborg Rustrup. And the First Motion financed: “Research report related to WP3, WP4 and WP5” (Joint work between Filmby Aarhus, the Alexandra Institute, & Innovation Centre HTA, Poland)

ABOUT THIS HANDBOOK “The social glue that binds clusters

together also facilitates access to important resources and information. Tapping into the competitively valuable assets within a cluster requires personal relationships, face-to-face contact, a sense of common interest, and “insider” status. The mere colocation of companies, suppliers, and institutions creates the potential for economic value; it does not necessarily ensure its realization.” Michael E. Porter

Clusters and the New Economics of Competition, Harvard Business Review, November-December, 1998.

What you hold here in your hand is not a typical handbook on clusters. It is an honest, open, and hands-on tool with concrete recommendations meant for cluster managers or companies in a cluster that wants to make a difference. It focuses on creating the fuel for driving emerging audiovisual clusters, at the level of small business parks, further along in its development. The fuel consists of trust and transparency amongst the companies and administration within a cluster. In other words you have to crawl before you can walk. Perhaps your cluster is trying to act like a fully developed cluster, but the activities performed fail due to the lack of trust and transparency. Use this handbook to take a step back and reflect about your cluster and what could help establish the right foundation for moving on. Clusters can not be created out of nothing. A cluster has to be founded on existing interlocated companies which have a potential for complementing each other within the same field of expertise. A foundation of trust and transparency will help companies establish professional and personal relationships and raise the potential for increased innovation and productivity in your cluster. To create the fuel or foundation for further development of your cluster, this handbook focuses on eight key areas which make up the Cluster Landscape Canvas. The Cluster Landscape Canvas is located in the fold-in at the back. The goal of the canvas is to create a framework and language about clusters which can be further developed according to needs. It can be adapted to the cultural differ-

ences and unique situation that each cluster faces, a uniqueness every cluster should seek to embrace and utilize. The Cluster Landscape Canvas is meant to be a tool for reflecting about the current situation of a cluster and work as a springboard for further developing it. The Cluster Landscape Canvas and the handbook are meant to provoke ideas and inspire research areas. It is not meant to be a static view of the world, but a dynamic tool which changes with time and context. The eight key areas and the recommendations in this handbook are based on needs and opportunities uncovered from the research of the audiovisual business park Filmby Aarhus in Denmark. The Cluster Landscape Canvas should be used as a reading companion in which you can add the recommendations that you want to pursue while reading the handbook. Besides that, the canvas works as a tool for bringing out your own recommendations or needs about the eight key areas or other which you deem relevant and wish to share on www.clusterlandscapes.com

This work is licensed under the Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-nc-sa/3.0/

Contents 8 Page edia m s s Cro

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In these pages each key area is more clearly defined and paired with recommendations. On the left side of each spread, the key area is described and its importance and relevance explained. On the right side, recommendations for the specific key area are listed.

On page 4 a quick introduction is given to the eight key areas that have been found important when establishing a foundation of trust and transparency. The key areas are the same as the ones located on the Cluster Landscape Canvas.

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You are welcome to skip this part and continue to the Cluster Landscape Canvas and try out the recommendations. However, if you want to find out more about your cluster, create new recommendations, and further develop the Cluster Landscape Canvas, it is recommended to read this. The research activities behind this handbook are described in order to inspire research activities of your own.

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On the fold-in at the back of the handbook the Cluster Landscape Canvas is located with some simple guides. The Cluster Landscape Canvas should be used a reading companion throughout this handbook. For instance, if you find a recommendation under the â&#x20AC;&#x153;Physical Surroundingsâ&#x20AC;? that you deem fit for your cluster, you simply write down the header of the recommendation in the canvas with a green marker. You can also use the canvas to write down recommendations of your own, describe needs or add new key areas and sharing them on www.clusterlandscapes.com

Key Areas These eight key areas have been found important when establishing the right foundation for a successful cluster. Each area is not an isolated entity but is tightly connected to the rest and sometimes they touch upon some of the same themes.

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Identity Identity The identity of a cluster is the colour shot through everything and is therefore the most important area of a cluster. Defining the identity and communicating it is vital for creating a sense of belonging within the cluster.

CrossmediaPhysical

Surroundings

Crossmedia Crossmedia and transmedia are areas which gain a lot of attention these years and hold a promise of lifting the audiovisual industry out of the challenges it faces. This area would therefore be a natural thing to incorporate in an audiovisual cluster.

Physical Surroundings The physical surroundings should play into the way people within the audiovisual industry conducts business. Creating informal meeting places will built relationships and breathe life into your cluster.

Visible Manager The manager of the cluster organization is the embodiment of the cluster identity. Making sure that the manager and the activities that he or she performs are visible within the cluster create trust and openness between the administration and the companies.

Noticable Communication Matchmaking Noticeable Administration Communication Matchmaking Administration In general the cluster administrationâ&#x20AC;&#x2122;s job is to tie the cluster together and spread information about their activities and the identity. The overview an administration has of the companies should also be utilized professionally. However, it entails a noticeable and welcoming administration to get these things working.

The communication area of a cluster is an important aspect to handle. If the communication is not two-way or lacking, it is a breeding ground for misconceptions and rumours and will create a dispersed cluster.

In order to get the synergy effects rolling that clusters have been known to create, matchmaking activities need to take place. The administrationâ&#x20AC;&#x2122;s job is to remove barriers between the companies and frame social and professional events for matchmaking.

Growth Growth To create growth a cluster should never be allowed to settle into old routines. The companies in the cluster should be kept inspired and ambitious. By inviting young talented people and thereby provoking old ways of thinking about business is something every cluster should do.

Identity These recommendations will be particular relevant if you have observed, read, or heard any of the following: The cluster compares itself to others instead of trying to be unique; some of the companies are not integrated in the cluster; the goals and visions for this cluster are not clear.

he most important aspect when dealing with a cluster is its identity. The identity is what every activity should be based on. If the identity is unclear or even undefined there is nothing tying companies within a cluster together. It would be beneficiary thinking about identity as a tool. Giving something a name, a purpose, strategic goals, visions, and making sure all these elements are communicated, will work as a tool which people can use to focus their own activities within a company and to get a feeling of belonging. The identity should be unique and be based on current activities. Make sure that you are part of guiding the identity creation instead of letting people make their own unstructured versions of the cluster identity. Help create a shared identity for your cluster!

Identity

Recommendations Create a unique and shared identity This can be said to be an overarching activity. However, its importance cannot be stressed enough. In order to do this you could hire a communication agency to guide the cluster administration along in the process. Or you could create a workshop of your own where the identity of the cluster is defined. Find out what ties the different strategic projects and activities together within the cluster and what makes it different from others. Make sure that the identity is based on the current state of the cluster and the opportunities that lie ahead. Afterwards create a communication strategy based on the identity, which spreads it out to the whole cluster. The identity should be something that inspires and act as a guiding light for the companies located in the cluster. Striving for the same goals will tie your cluster together. Find out who makes up your cluster and how they are grouped When finding out the current state of the cluster LinkedIn Maps is a great tool. Here is a short guide on how to use it to get an overview of your cluster and to see how integrated it is: 1. Create a regular LinkedIn profile for your cluster at www.linkedin.com 2. Have people/companies within the cluster add the profile to their LinkedIn connections. 3. Go to http://inmaps.linkedinlabs.com/ when everybody has added the cluster profile and

follow the guide. By the end of this you will have a clear visualisation of your cluster and how people inside it are connected to each other. Understanding who people are, what they are working with and how they are grouped can be very valuable when defining an identity. Give your cluster a unique name The name of the cluster should be unique and not have any references to similar clusters. Find a name that is not generic. The name should not be something like “Audiovisual Cluster” with a city name at the end. Instead be unique. This will make sure that your cluster is not associated with negative elements concerning a cluster with a similar name. The name should go hand in hand with the identity of the cluster. Create public events Your cluster should be seen as an inviting environment where the public, companies from related industries and other relevant people or organizations can come by and be inspired or themselves inspire the companies within the cluster. Creating ongoing open events or activities, e.g. a media experimentarium, could help this along and in time create ambassadors to communicate the cluster identity further resulting in new business opportunities and partners.

7 Invite students and talents to arrange events in the cluster Getting the students’ and talents’ attention is vital if you want to create a cluster that keeps being innovative and ambitious. The students and talents bring new ideas and energy and is the future workforce of your cluster. Invite them to be part of the cluster’s identity by letting them arrange events of their own within the cluster. Like social gatherings or presentations. Create attention outside the cluster Even though you succeed in spreading the identity within the cluster, you also need to put efforts into making sure that companies and people outside the cluster know about the identity. A simple way of doing this could be e.g. to build a bicycle from which you serve coffee or beer around creative and relevant environments. This will create attention about the cluster. The person driving the vehicle should tell people that he or she meet about current activities and goals of the cluster. Have big and mentionable parties At first glance this might sound like a frivolous recommendation, but it is far from being the case. It is a well-known fact that the creative industries are fuelled by informal meetings. Informal meetings are an important tool for building social and professional relationships. Big parties will create informal meeting between companies and have them brand your cluster.

Crossmedia These recommendations will be particular relevant if you have observed, read, or heard any of the following: What is crossmedia and transmedia?; companies have a hard time relating crossmedia to the way they currently work; crossmedia is not relevant for my company yet; companies have crossmedia ideas that never amount to anything.

he crossmedia and transmedia area is something that is starting to catch the attention of many companies within the audiovisual industry. One of the reasons is that it offers new and engaging ways of getting a hold of the consumers. And in a time where financial support is getting harder to acquire, it is more and more crucial that companies start to focus on the consumer and find new ways of making money through innovative business models. Audiovisual clusters should therefore pay attention to this area and incorporate it when defining the cluster identity. When something new is introduced it is hard to grasp its opportunities when no clear-cut examples exist. A key element is therefore to create inspiring cases and eye-openers in order to convince the companies about the opportunities. Clusters have the opportunity to lift this job and be pioneers and first movers in this field.

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Recommendations Add crossmedia content to the communication One way of giving a definition of crossmedia is to incorporate it in the everyday communication coming from the cluster administration or strategic projects, and thus showing it instead of telling it. For instance the newsletters could be conveyed through simple online games, viral videos, and even short films. Create and present an inspiring and detailed crossmedia case To give companies an understanding of crossmedia and a way for them to relate it to their current way of working, an inspiring and detailed crossmedia case should be created. The case should give information about content, collaboration issues, business models, explain IPR rights, and suggest models for avoiding disagreements. It should also show that it is possible to create projects with few resources. The case could be created through an open competition where companies working with different media and platforms are encouraged to work together within the same story/narrative. Create provocative crossmedia eye-openers Some companies are settled in their old ways of working and will be hard to convince that they need to change their ways before it is too late. They will continue to work the way they do, until the reality of the new market conditions hits them. If the crossmedia case and competition

presented before do not do the trick, it could be worth trying to be more thought provoking: Create videos, articles etc. that describe the “catastrophe” of the new market conditions, as though they have already had their impact on the world in a post-apocalyptic way. E.g. “All companies within the audiovisual industry were on the brink of extinction. Here is one the few companies that survived.” and then bring an interview with one of the few “survivors”, which would be companies that currently have success working with crossmedia.

Invite companies to share their ideas with the cluster administration The cluster administration has the overview of the companies that make up the cluster. Therefore, the administration should invite companies to come by the office and have them share their ideas to get feedback. Some companies might have some great ideas for crossmedia projects which never amount to anything, because they do not know where or how to start. The administration should provide feedback and insight into ways of bringing these ideas to life.

Create articles and viral videos with acknowledged crossmedia companies If any successful and acknowledged companies which have experience with crossmedia projects exist in the cluster, then these should be promoted and let them share their stories and experiences; other companies will be more likely to listen to companies they already know.

Create a crossmedia board game When the companies need to investigate a crossmedia idea further, a board game could act as an engaging tool for accomplishing this. The board game should:

Create a crossmedia competition This suggestion has already been mentioned as a way to create an inspiring and detailed crossmedia case. However, it is worth mentioning as a thing of its own. A crossmedia competition would create awareness of the area, energy, and engage companies - especially if the competition has a humanitarian aspect to it. E.g. the narrative stated as part of the competition could be about global warming.

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Have the player(s) think about storytelling on different media platforms. Point out where the money is. Incorporate some degree of matchmaking.

The game could be brought out at social or professional events.

Physical Surroundings These recommendations will be particular relevant if you have observed, read, or heard any of the following: The cluster is missing informal meeting places; companies keep mostly to themselves; the facilities are too neat!; what are the companies doing behind the walls?; the buildings look like any other buildings.

he physical surroundings of a cluster are an important area which deserves more attention. If the physical surroundings seem closed and lacking identity, then that is the kind of culture being created inside your cluster. The simplest changes in the physical surroundings may do a lot of difference to innovation, motivation, and ambition levels. The buildings and outside areas should show the identity of the cluster and play in to the way the companies within it interact and work. Informal meeting places trigger creative companies to work together, establish professional and social relationships, and get rid of any misconceptions about each other. Therefore creating places where people meet that support networking activities through the physical surroundings, should be an important focus for your cluster. The physical surroundings should adapt to people and not the other way around.

Physical

Recommendations Create informal meeting places This is the general recommendation for the physical surroundings area. Informal meeting places breathe life into the cluster and are the heart of it. You should make sure to create informal meeting places at various places and of various sizes. E.g. creating a small lounge area in proximity of a couple of offices combined with a coffee machine (as an excuse to hang around). Pay attention to the routes and locations people use to and from work and where they walk around the cluster during work. This information can give you an idea, where to place the informal meeting areas. Put in glass doors Try to avoid boxing in the different companies too much and hide them behind thick walls. Give outsiders a glimpse into the activities behind the walls by putting in glass doors. This could give outside companies or other relevant people something to talk to the particular company about and make it appear more welcoming. Create a large lounge Area To create a sense of belonging and a shared space for meetings, sharing of knowledge, networking, and just hanging around, a large common lounge area should be created. Make the outdoor areas inviting Do not just focus on creating a good environment inside. Remember to take a look at the

outside areas and make them suited for having meetings or hanging out. Create a mindset and routines for dropping by the lounge areas To create routines and a mindset which brings people to the lounge areas, the cluster administration could set up a cheap breakfast plan or make it a common dining area, so people would be in the area each day. Starting annual traditions located in the lounge area such as Christmas parties would help to brand the lounge area and link it to some memorable moments. Making the lounge area the place where important information is given from the cluster administration/manager to the companies would also be a way to cement the lounge area as a place to stop by. Create unique and attractive excuses for staying in the lounge areas Making excuses to stop by and hang around the lounge areas is a vital part of creating informal meeting places. The excuses could be simple things such as a really good espresso machine, interesting magazines, or some sort of a gourmet vending machine. Create creative surroundings Sometimes when buildings, offices, and meeting facilities are decorated it is done in a way that does not fit the people who are supposed to interact with it. Creative people need to be

11 inspired in their work - sterile and fancy design furniture does not always fit into this. Quirky second hand furniture could be just what would give the cluster a touch of personality and inspiration. Creating areas in your cluster where you are allowed to be creative and make a mess is also something that would play positively into some companiesâ&#x20AC;&#x2122; way of working. Add life and identity A grey concrete building does not seem inviting or show the clusterâ&#x20AC;&#x2122;s identity. Getting behind the brick facade can be difficult, but adding paintings, candle lights in the hallways, or playing music are ways of showing that real people work inside the buildings. Do what you can to bring the cluster identity into the walls, stairways, and hall ways. Make companies present themselves individually The buildings of a cluster need to show that people work inside them. Giving a glimpse into the companiesâ&#x20AC;&#x2122; work, their identities, and their employees will make the cluster welcoming for business partners and clients and attract positive attention from any visitors. Therefore, instead of using one standard set of door signs representing the companies, the companies should make their own the way they want it to be. Furthermore, make an interactive visitor map portraying the same individual door signs.

Visible Manager These recommendations will be particular relevant if you have observed, read, or heard any of the following: The cluster manager is always away - he or she is not visible within the cluster or at social and professional events; what is the manager doing, when he or she is not here?

ven though the job as a cluster manager might entail being away from the cluster from time to time due to meetings or conferences, the physical presence and visibility of the manager should not be downplayed. Being visible will make the companies within the cluster feel part of it and that someone is taking an interest in their work. Being visible will also make sure that misconceptions about the activities of the manager and administration do not happen. The manager is, due to his or her job, the embodiment of the cluster identity. The manager should therefore act according to the defined identity and try to gather people through his or her activities and explain why these are a part of the cluster identity. If the manager does not succeed in being part of the identity and being visible then the gap between the strategic activities of the administration and the companies will increase, and the feeling of being part of the same cluster will diminish. Focus on creating a lot of interaction between the manager and the companies!

Recommendations Attend as many social and professional events as possible Attending social and professional events on a regular basis alongside the companies within the cluster creates a feeling of being part of the same endeavour. It also opens up for casual and informal talks about goals for the future and takes the sting out of any criticism there might be. This will in turn also give the manager valuable and ongoing knowledge about key issues concerning the companies in the cluster. Show and communicate that the manager is fighting for the cause of the cluster The manager might fight a lot of battles on behalf of the cluster on different levels such as in the political arena. However if the companies do not know about this they might attribute the absence of the manager to something negative even though the opposite is the case. Therefore efforts should be made to show these battles in the press or other forms of public media. Have weekly meetings with the companies in the cluster To keep the manager and the companies on the same page, there should be weekly meetings. Important information should come directly from the manager to the companies in the cluster and not just through email or similar.

Be the identity and promote it The manager should seek to embody the identity of the cluster. The manager and the cluster should go hand in hand and their activities should be anchored in the same identity. By his or her presence outside and inside the cluster the manager should communicate goals and visions for the cluster - in other words, the identity. Be active and visible in creating growth for the cluster It should be visible that the manager is working to move the cluster forward and create growth. New knowledge and opportunities should be shared with the cluster by initiative of the manager. Be transparent in management decisions The companies need to feel involved in the decision-making process of the manager otherwise they might not see the reasons for the actions performed and reject them as unnecessary. The lack of information can build a gap between the administration and the companies.

13 Create an anonymous suggestion box The information between the manager and the companies should be two-way. The manager should not ignore or fear criticism, but instead embrace it, initiate dialogue and show that he or she is listening. Sometimes that is all it takes. Give the companies a feeling of being heard, also if their criticism might feel out of place. An anonymous suggestion box could be placed somewhere in the cluster to give companies an opportunity to do this where they feel safe to express criticism.

Noticeable Administration These recommendations will be particular relevant if you have observed, read, or heard any of the following: The administration seems boxed in and unapproachable; there is a gap between the companies and the administration; what goes on inside the administration office?; the location of the administration office could be better; I only come by the office for practical reasons.

he manager and the rest of the employees in the administration office are all part of tying the cluster together and spreading information about the cluster and its identity. Often the touchpoints between the administration and the companies in the cluster are solely based on a couple of small visits concerning practical matters, like booking meeting facilities or paying rent. These practical excuses do not give the administration and the companies enough time to get connected and share information on a social or even a professional level. To get a deeper connection between the two, more and longer lasting touchpoints should be made. The touchpoints can be made by letting the administration take the initiative in creating informal meetings with the companies. The physical location of the administration will also play a major part in letting the administration and companies meet. Besides physical meetings the activities within the administration should be communicated to make sure the companies do not make up their own misconceptions about what is happening.

Noticable

Recommendations Communicate what goes on â&#x20AC;&#x153;behind the sceneâ&#x20AC;? As mentioned under the visible manager area, the administration as a whole should also aim at being transparent and communicate their actions and the reasons for them. If the actions are left open for interpretation by the companies, it could foster misconceptions and build a gap between them and the administration. The communication could consist of informal narratives or viral videos sent to the cluster companies.

Show the identity of the administration office To get the administration and companies in the cluster closer to each other, the identity of administration workers and their activities could be presented in an informal way on a dynamic message board on the wall outside the administration office. This way, people passing by can get to know the people in the administration and have an excuse for starting up a conversation if they meet at some event or pass by each others in the hallways.

Show what goes on inside the administration office(s) Take a look at the administration office from the outside. Does it seem inviting and can people passing by see what is going on as well as the people located inside? If not, an idea could be to replace solid doors with glass doors or even removing the doors completely. Adding windows will also help people passing by to get a glimpse of the activities and people inside the administration.

Place the administration office where people naturally walk by Consider the location of the administration office and the routes that people working in companies of the cluster have. Do these two match? The administration office should be located at the intersections of the routes of the people coming to the cluster to further increase the touchpoints to the administration and to make the cluster welcoming.

Create a lounge area nearby the administration office To increase the touchpoints between the administration and the companies, a lounge area next to the administration office would make room for informal meeting. Even placing a vending machine next to the office could have a similar effect.

Increase traffic to the administration office To get the companies to stop by the administration office and thus getting the administration and companies more acquainted, practical opportunities need to be made. Opportunities, such as providing free printing facilities inside the administration office or free coffee, can get the companies to stop by and maybe spark more important conversations or sharing of knowledge.

15 Be a visible initiator Sometimes, companies feel that it is an uphill battle to get the cluster administration involved in projects and that the companies have to take the initiative. To avoid this, try to be proactive and show initiative by suggesting interesting projects to the companies. Inspire them to go new ways. This could be done by creating a project bank, where the administration suggests projects or business areas for the companies. Initiate spontaneous happenings In line with being a visible initiator and creating informal meetings with the companies, the administration could create spontaneous happenings in the cluster in the areas where people keep. For instance by serving cake and coffee unannounced in the hallways or setting up a board game competition. Mingle at social events At social events the administration should avoid just talking to each other and instead communicate what is going on inside the administration to the other guests. Base events on company needs Find out what interests the companies in the cluster and create events that play into this. Creating a forum or a physical box where suggestions can be made or a committee of companies that is involved in deciding activities or educational offers, could be a way to do this.

Communication These recommendations will be particular relevant if you have observed, read, or heard any of the following: The communication is not engaging; I do not read the newsletter from the administration; I do not know anything about the administration or the other companies; People outside the cluster do not know that our cluster exist.

he communication area is addressed through out the other key areas, but will be dwelled on further in this section. If the cluster administration does not communicate its activities or open up and listen to the companies, then rumours and misconceptions can manifest and ruin the mission of creating a cluster founded on trust and transparency. Chances are that there already exist a great deal of rumours and misconceptions concerning activities of the administration and individual companies. Opening up the communication and making it two-way is the only way to handle it. Be honest about each activity that is performed and the reasons why. However, the administration should not sit back and wait and react to other peopleâ&#x20AC;&#x2122;s communication. The administration should proactively communicate about relevant issues and engage the readers with positive communication.

Recommendations Recruit a communication specialist If the cluster does not already have a person who professionally handles the communication of the cluster, then one should be hired. Communication is an important part of the cluster whether you want to or not. It is through communication that information, knowledge and social relationships are constructed. If the communication is not handled well, it will be a breeding ground for conflicts, misconceptions, and confusion. Create an internal communication platform Create a virtual communication platform with room for airing opinions, flashing immediate calls for competencies and professional feedback, requests for new residents, and where the administration can share information and knowledge. The Finnish Software Product Business cluster’s communication in Helsinki is an example of one way to do a cluster communication platform: www.swbusiness.fi. The European Cluster Collaboration Platform offers a free platform and collaboration community, which might also be relevant: www.clustercollaboration.eu Get away from the typical email newsletter People get newsletters from a lot of different organizations and websites - for some people newsletters have been reduced to being regarded as spam or clutter in their email folders. A standardised newsletter often lacks identity and acts as a shallow glimpse into news only

written out of obligation. There is a good chance that people do not read the newsletters, they receive from the cluster administration. To stand out and engage people, a physical newspaper could be created and handed out to the companies in person and placed at lounge areas. If the information needs to be virtual, then viral videos where the information is relayed by an actual person (preferably the manager) would make it more engaging. Crossmedia content would also make the news stand out and engage the reader. Proactive and provocative external communication In general clusters should seek to brand themselves in the public arena. Therefore, utilizing relevant social media and tools to create more engaging communication is vital. The cluster should engage the public by being thoughtprovoking and addressing prevailing trends that matters to the public. Summing up, the external communication could concern itself with creating engaging content about some of the following topics: • Public Events. • The branding of Cluster Company profiles • Cluster Company Success stories (from companies of all sizes and areas in the cluster.) • Inspirational elements - like promoting interesting events around the world, inspiring articles, or other trending news.

17 Create a welcome pack for new cluster companies To start up relations with the current companies and the new ones arriving, the new companies should be presented to the rest through activities in a welcome pack. The welcome pack could consist of an invitation for coffee at administration office, a tour around the cluster, registration in mailing lists and virtual platforms. Besides that, material for communicating the new company to the rest of the cluster should be collected. This would consist of a company logo, portrait photo of employees, and a viral video where the company introduces the long-term vision for the company (to show its ambition level). These informations should be distributed at relevant places - both virtual and physical places.

Matchmaking These recommendations will be particular relevant if you have observed, read, or heard any of the following: The companies do not feel part of the cluster; social and professional events do not create any new relations; I canâ&#x20AC;&#x2122;t get in contact with talented people and new competencies.

rust and sharing of knowledge between the companies in a cluster is what drives matchmaking activities. The companies in a cluster need to get insights into each others way of seeing the world and how they do business. The more knowledge the companies have about each other, the easier it is to see the opportunities for joint projects. The administration should work as an active matchmaker due to the general overview that they have of the companies, their identity, and the skills they need. Utilising personal hobbies for creating relationships that work across business areas and sizes could help drive innovative collaborations. Some companies are better than others to mingle and network and find new business partners at social or professional events. However, often people attending social or professional events only socialise with people, they already know in order to nurse existing relationships. The administration should therefore aim their efforts at framing events for matchmaking and get people out of their social comfort zones.

Recommendations Let the companies get acquainted with each other It goes without saying that before matchmaking can take place and relations can be built, the cluster companies need to know the profile of each company. Using the LinkedIn Maps mentioned as a tool under the identity area, will give the cluster administration an overview of the professional relationships in the cluster. If the cluster is not fully integrated, then the map can show the administration, where they should aim their efforts. The map can give an ongoing track of the integration level. Creating the LinkedIn profile for the cluster will also give the companies easy access to each others professional background, which might motivate them to get connected. Display the faces of each person located in the cluster on welcome screens To get the identity of the companies into the cluster, welcome screens could be placed along the routes, people use in the cluster, where every personâ&#x20AC;&#x2122;s face is displayed to give the viewer a glimpse into the person behind the company name and an idea of who to approach at the next social or professional event. Make sure to get the big companies involved in social and professional events Some of the big companies might not feel the need to attend social events as much as smaller companies do, however, to get the whole

cluster connected and open up for collaboration amongst small and big companies, the administration should make sure companies of all sizes attend. Utilise shared interests and hobbies In order to further create relations across companies of all sizes and business areas, the cluster administration should try to get them connected on a personal level by utilizing shared interests and hobbies. A quick survey could give the administration an overview of their interests. However, the LinkedIn profile of the cluster can give some of the same information by looking at the profiles of people working in the cluster companies and see what they have selected as interests. For instance, if a shared interest is football, then the cluster administration could set up a tournament. Or if it is rock climbing, a climbing wall could be built in the cluster. Frame social events for networking Adding matchmaking and networking activities to social events will frame them and give the attending people icebreakers and conversation starters for informal meetings. Having the companies pitch themselves or new projects in Pecha Kucha form at the beginning of a social event could be one efficient and inspiring way of doing it. Create artefacts that make people mingle Social events are often thought of as events,

19 where mingling naturally occurs. However, it is often the case that people talk to the ones they already know, because they want to nurse existing relationships or simply because they find it awkward to approach unfamiliar people. The administration could create artefacts that remove the barriers for talking to each other. These things might be as simple as people wearing company badges, so people know where they work or by color coding beer mugs at parties according to business area or competencies. Get a hold of the upcoming and creative people As an innovative and creative cluster, the administration should by all means create touchpoints to other creative environments, students, and young talented people, and actively approach these to get knowledge and inspiration - and in time new cluster companies. Attending education fairs and buying cheap advertising space in student papers (where you encourage students to be part of the clusterâ&#x20AC;&#x2122;s Facebook page etc.) is ways of doing this in a targeted way. Open up for requests regarding new cluster companies A virtual platform, where cluster companies can request new companies to the cluster, could ensure that the cluster has the right combination of different competencies to create a high collaboration and innovation level.

Growth These recommendations will be particular relevant if you have observed, read, or heard any of the following: The other companies are not as ambitious as mine; the big and small companies do not collaborate; let the young talented people in, so we can get some new knowledge and inspiration!

eeping your cluster on its toes and open for adapting to the ever changing world instead of letting it sit in old routines, will make sure your cluster does not loose its momentum and fade away. This entails creating an everlasting high ambition level and flow of new knowledge through out all areas of the cluster. Companies of all sizes and business areas should have a high ambition level and, not least, show it to others. If the companies do not feel that the other companies have the same ambition levels, this will be a barrier for creating synergy in the cluster. To inspire and bring knowledge and energy to the cluster, a constant flow of young and talented people should be created. This could be done by inviting them to share their knowledge at social or professional events or creating a physical room, where they can illustrate their talent and projects.

Recommendations Boosting the ambition level in the cluster One of the big barriers for creating synergy is the felt lack of passion, ambition and energy of other companies in the cluster. It is a symptom of lack of trust. If a company feels that nobody but itself is ambitious, then that will discourage the company to network and collaborate with the rest of the cluster. It might just be due to the lack of knowledge amongst the companies, or that they have prejudices about one another. However, the cluster administration should try to motivate every company to have a high ambition level and show it, in order to ensure synergy and trust. The following recommendations will investigate this a bit further. Make small companies realise that together they can go into bigger projects Small companies might not have the same confidence as bigger companies. The cluster administration should make them realise that joint projects, where the individual competencies located in each small company are utilised, can be as big and innovative as the projects of the bigger companies. If the crossmedia game mentioned earlier is created, then that might be a way to kick off those kinds of collaborations and work as an eye-opener. Create a playroom for young talent The thing that young talented and creative people bring with them is a lot of ambition, knowledge, and inspiration. To have compa-

nies in the cluster take part in this, a playroom for the young creative talented people could be built at a visible location in the cluster. A playroom, where creative young talented people with relation to the audiovisual industry can do whatever projects they want, can give companies a glimpse into new trends or techniques and inspire them for projects of their own. The key is to make it as visible as possible and open to observe - maybe by adding big windows or glass walls. Invite young creative talents to spread knowledge Arrange events where the young talented people can share their knowledge with the cluster - for instance in relation to a social or professional event, by inviting the local Pecha Kucha group to have one of their presentations at the cluster.

Make your own

Lend an empathetic It doesnâ&#x20AC;&#x2122;t stop here. Hopefully the recommendations and the Cluster Landscape Canvas presented in this handbook has worked as a tool for reflecting about the state of your cluster and has given some inspiration as to what could be done to establish the right foundation of transparency and trust. But remember each cluster is unique - the recommendations listed under each key area were based on opportunities and needs uncovered through research of the audiovisual business park Filmby Aarhus. Maybe your cluster has some other needs. If you want to find out what these are or which recommendations from the handbook would fit the best, you should get to know your cluster better through qualitative research. This means lending an empathetic ear to

your cluster. In the end it is up to you to evaluate, what kind of research best fits your cluster and the resources you have at hand. However, for at glimpse into how we did it, keep reading. The following description of research activities have been part of an iterative bottom-up process, where the accumulated knowledge gained from each has made an impact on the next.

administration were in direct contact with and the nature of the relation, and which companies they were not in contact with and why. For this, a relation map (described next) was used. Besides getting insights into the interactions between the administration and the companies, the outcome was a list of potential participants for the interviews.

1. Cluster Activity Workshop

2. Company Relation mapping

The specific cluster activity model from REG LABâ&#x20AC;&#x2122;s Cluster Policy guide (www.reglab.dk) was used as a basis for a workshop to get a glimpse into the maturity level of the cluster, and the cluster activities performed by the administration. This gave some hints into which activities were missing and which to further develop. This implied investigating the drivers and barriers for completing the activities, at a cluster company level, further along in the research. The second part of the workshop had the purpose of finding out, which companies the

In order to measure the integration level of the companies and the type of relations that existed between them, a relation map was used. It was a circular map of all the cluster companies, which were handed out to every company. The companies were told to draw lines from their company to others and the administration and then describe the type of relation. All these maps were then collected and condensed into a matrix, where all relations in the cluster were visible. A simplified way of doing this would be to use the LinkedIn Maps mentioned under the identity recommendations.

recommendations

lend an ear: to listen carefully and in a friendly way to someone, especially someone who is telling you about a problem. - thefreedictionary.com

ear to your cluster! 3. Friday bar workshop

The research team attended the monthly afterhours bar to observe the function of it and to further investigate the potential for cooperation between the companies. During a workshop at the Friday bar the companies were asked to write down their core competencies and current and future business areas on Post-it notes. Commonalities found in their Post-its were used to investigate, whether the workshop could be used as a matchmaking tool, and how willing the companies were to collaborate with others.

4. Semi-structured interviews

To get in-depth knowledge from the companies, semi-structured interviews were used. The list of participants consisted of representatives from various business areas and covered companies who had been in Filmby Aarhus since the beginning to newcomers who just moved in. Based on some general focus areas, defined in the beginning of the research (physical surroundings, activities, relations and identity) and the

accumulated knowledge gained throughout the research activities, a semi-structured interview guide was created. Besides using the general interview guide, some of the interview guides were tailored to match participants with specialised knowledge. To help bring the participants into the right mindset, two papers were used: Their completed relation maps and a map of Filmby Aarhus on which they could draw their routes and activities during a typical working day.

6. Observations

5. Cultural Probes

7. Systemic Mapping

After gathering information about the communication between the companies and the administration, it became clear that the primary touching point between the two were the technical manager. To investigate his social function further, a method called Cultural Probes was used. He was therefore equipped with an observation paper on which he was asked to log informal meetings with people/companies, where they met, what the relation was to the particular person, and what their interactions were about.

Throughout the research activities and meetings with the companies, observations of the social aspects were completed. After the interviews, observations were done of the hall ways, elevators, stairways, and outside facilities and documented with notes and pictures. The focus of these observations was primarily on the physical surroundings and how it dictated the behaviour of the people walking around.

Finally, the gathered research data was used through a series of analysis and discussions to create a number of overall themes and needs. Systemic mapping with Post-it notes was used to anchor and relate each need or theme to each other, and to give inspiration for the recommendations that could meet the needs. For further insights into the research activities read “Lend an empathetic ear to your cluster” (May 2011) Elmgaard, Krämer, Christophersen, Lønborg Rustrup.

After

having read the recommendations mentioned under each key area, it is now time for you to participate and make your cluster a better place to be and help establish a foundation of trust and transparency.

Add Share Describe

the recommendations you want to pursue under each key area. You can do it while reading or afterwards in collaboration with your co-workers. your own recommendations at our website. Use the canvas to share things that work in your cluster. If your recommendations do not fit into the eight key areas, just create your own. Share & See how other clusters work: www.clusterlandscapes.com needs found in your cluster. These needs could be based on research done by you or others, or simply based on everyday observations.

Write the NAME of your cluster in the sign and what the canvas REPRESENTS e.g: â&#x20AC;&#x153;Our recommendationsâ&#x20AC;?

green

Use a color when adding recommendations in the orange boxes.

red

and a color when describing needs.

TThank you for reading.

Use it to: 1. Add recommendations that you want to try out in your cluster.

2. Describe how or your cluster currently works. What kind of recommendations do you have?

3. Add current needs discovered in your cluster that needs a solution.

... and then SHARE it! Visit www.clusterlandscapes.com and share your landscape, comment on others, download templates for making your own key areas and most of all: Get inspired!

Now build your own cluster! The Cluster Landscape Canvas

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Identity

Crossmedia

Physical Surroundings

Noticable Administration

Communication

Matchmaking

Growth